As read in the case study, Alpha computers uses the adaptive or polycentric approach that testifies for not only its performance but it's success as a global integrated company being diversely located geographically. It prioritizes organization, people management and technological excellence. Their philosophy of decentralized policy, distributed leadership, employee empowerment and non-hierarchical work environment fosters a work culture where every employee reaps the benefit of investing not only money but time and effort. This proves to be a motivating factor not just in terms of monetary rewards but in terms of sense of achievement. Consistently, this helps in creating and fostering leadership through continuous learning programs and encouragement in terms of employees reaching their full potential and recognizing valuable talent.
Much is known through metrics which is one of the most common communication tool which involves outcome measures and built measures around it applied irrespective of position, task or location. These include skills, knowledge, automated work, benchmarking, patents, and promotions to achieve better, larger, cheaper, faster and steadier outcomes and progress.
Employee grievances are promptly dealt with and satisfactorily thus translating into better conflict resolution. In addition, there exists collaboration not only within team members but with different teams as well that impacts the overall interest of the organization. Choosing the right talent and having a consensus through collaborative meetings before setting performance targets is crucial in achieving goals. Moreover, customers are involved through live performance monitoring of databases for all projects thus increasing transparency which can build trust.
Closely monitoring associate delight index frequently is one of the many ways by which the company is informed of employee satisfaction. Overseas, the company makes use of local staffing and recruiting local managers who are good source for local knowledge and local market environment.
However, standardization of local policies and practices with centralization of power in corporate office and decisions are India-centric rather than global. Here we understand the importance of focusing on similarities rather than differences which can help in proper development of the HRM. talent opportunity and mobility with respect to native speakers allows to close in skill and capability gaps. It is important to focus on developing new insights and relationship building. There have been massive changes in the global economy and catering to it based on the nuances of culture is imperative to establish not only good people management but also global HRM. This can be achieved by incorporating other approaches such as the geocentric approach where everyone has equal opportunity regardless of race, caste, religion, nationality etc. rather than having fixed ratio of representatives in companies in diverse locations.